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Journal articles on the topic 'Case study of the project'

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Published: 4 June 2021

Last updated: 17 February 2022

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1

Mirboroon, Leili, and Hamideh Razavi. "A Case Study of Risk Management of Automotive Industry Projects Using RFMEA Method." Mapta Journal of Mechanical and Industrial Engineering (MJMIE) 4, no. 1 (October 28, 2020): 42–50. http://dx.doi.org/10.33544/mjmie.v4i1.132.

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Considering the market need and customer attraction, automakers are always trying to define new projects and present products with new capabilities in the market. That is why a significant part of car companies’ development research is focused on the definition of new projects. Principally, project risk management in car companies is essential and thus given special attention. There are different theories and methods of project risk control. However, since there is complete awareness of FMEA-related issues (Failure Mode and Effects Analysis) in automotive companies due to the establishment of the quality management system, the project's risk analysis using FMEA method to control the risk of automotive industry projects is presented in this paper by a real example. For this purpose, FMEA indicators tables are designed and presented proportionally to project risk management. Results of this research show that using failure mode and effects analysis for project risk management ensures the detection of project's weaknesses and provides a practical model for identification and reduction of project risks.

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Pulaski, Michael H., Michael J. Horman, and M. Jeya Chandra. "Case Study Validation of the Continuous Value Enhancement Process." Journal of Green Building 1, no. 3 (August 1, 2006): 169–82. http://dx.doi.org/10.3992/jgb.1.3.169.

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Sustainable building projects have levels of complexity over conventional building projects that challenge current project management tools at efficiently managing the rigors of sustainable projects. The Continuous Value Enhancement Process (CVEP) is a recently developed tool designed specifically for sustainable building projects. This project management tool enables project teams to systematically generate and evaluate project alternatives for meeting sustainable goals. The goal of this tool is to identify high performance solutions that increase levels of sustainability and improve project performance. CVEP was experimentally implemented and tested on four case study projects to evaluate its ability to support project management decision making in ways that elevate sustainability and project performance. Reported in this paper, the results show CVEP produced first cost and life cycle cost savings. In particular, the study confirms that CVEP has the capability to: 1.) Provide a systematic evaluation process, 2.) Collect high performance building solutions, and 3.) Be applicable to different project types. These results show that it is possible to employ targeted project management techniques, like CVEP, to improve the cost-effective provision of sustainable buildings.

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Zuo, Jian, and George Zillante. "Project Culture within Construction Projects - A Pilot Case Study." International Journal of Construction Management 6, no. 2 (January 2006): 15–29. http://dx.doi.org/10.1080/15623599.2006.10773085.

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Yang, Tsung-Han, Cheng-Yuan Ku, and Man-Nung Liu. "Case study." Kybernetes 45, no. 4 (April 4, 2016): 637–49. http://dx.doi.org/10.1108/k-03-2015-0084.

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Purpose – In recent years, many development projects of the medical systems encounter difficulties and eventually fail. Failure is often due to very complicated and changeable medical procedures and the inconsistent understanding between system stakeholders, especially the healthcare providers, and information technology staff. Many research results also indicate that poor communication easily results in negative consequences during the implementation of the medical information system. To effectively overcome this obstacle, the purpose of this paper is to propose an enhanced Delphi method to assist in reaching consensus during the software development with some additional steps. Design/methodology/approach – As an alternative to the traditional way to elicit pertinent feedback from respondents, the enhanced Delphi method stresses the systematic, flexible, and cyclic stages to construct a questionnaire with viewpoints from different types of panelists and a self-assessment procedure as a validating step to measure the improvements in the system implementation. Findings – The better communication between the members of project team does increase the comprehensive assessment of a project. Originality/value – Based on a practical case, the enhanced Delphi method really demonstrates good performance and effectiveness.

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Taffs, David. "Case study Client and project." Automation in Construction 6, no. 1 (April 1997): 59–64. http://dx.doi.org/10.1016/s0926-5805(96)00182-3.

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Macneril, Carole, and Beth Krensky. "A Project Yes Case Study." Education and Urban Society 28, no. 2 (February 1996): 176–88. http://dx.doi.org/10.1177/0013124596028002004.

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Fowler, K. "Project development: a case study." IEEE Instrumentation and Measurement Magazine 8, no. 1 (March 2005): 54–56. http://dx.doi.org/10.1109/mim.2005.1405929.

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Lee, Tae Jong, and Yoonho Song. "Enhanced Geothermal System Case Study: The Soultz Project." Journal of Korean Society For Rock Mechanics 23, no. 6 (December 31, 2013): 561–71. http://dx.doi.org/10.7474/tus.2013.23.6.561.

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Ghosh, Saumyendu, Lauren Buckler, Mirosław J. Skibniewski, Sam Negahban, and Young Hoon Kwak. "ORGANIZATIONAL GOVERNANCE TO INTEGRATE SUSTAINABILITY PROJECTS: A CASE STUDY." Technological and Economic Development of Economy 20, no. 1 (January 28, 2014): 1–24. http://dx.doi.org/10.3846/20294913.2014.850755.

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Sustainable development represents a major challenge of the 21st century. Organizations use projects to implement strategic corporate objectives, exploring sustainable development from a project management perspective is imperative. While current project management techniques are well defined in terms of content and process to manage the budget-scope-time constraint, availability of organization resources and ability to adopt project governance strategies in a changing business environment, like incorporating sustainability in business process is ambiguous, literature has not explored how to cope with a normative situation like sustainability. We consider Small-to-Mid-Size-Construction-Organizations (SMSCOs), which makes up the largest portion of the project-based industry and are most impacted by new government regulations, as our population of interest. This paper addresses two primary objectives in relation to organizational resources available for SMSCOs: to identify an organization's shortcomings in undertaking a sustainable project, and to identify means for improving organizational readiness to cope with governance of sustainable projects. A case study with a SMSCO to understand activities, resource availability, and how to improve organization readiness to undertake projects related to sustainability is discussed. A conceptual framework is presented for the adoptive project governance process to ensure resource constrained organizations like SMSCO's can align better to govern such projects.

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Krane, Hans Petter, Asbjørn Rolstadås, and Nils O. E. Olsson. "A Case Study of How Stakeholder Management Influenced Project Uncertainty Regarding Project Benefits." International Journal of Information Technology Project Management 3, no. 2 (April 2012): 21–37. http://dx.doi.org/10.4018/jitpm.2012040102.

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The influence of stakeholders and stakeholder management on project uncertainty is examined, and particularly uncertainty regarding functionality delivered by projects. The case studies, two projects in the Norwegian Rail Authority (Jernbaneverket), included interviews with representatives of internal and external stakeholders and also examination of project documentation. In addition, conflicts and use of power between stakeholders in the projects were studied. The projects actively managed relations with external stakeholders, thereby reducing the risks of negative media attention and neighbour disputes, and also cost and time overruns that such disputes may cause. Both of the projects focused on risk reductions regarding costs and time schedules, and less on the functionality delivered by the project. While mastering potential conflicts with external stakeholders well, the largest project appears to have handled internal disputes less convincingly. The smaller project handled internal disputes well, but experienced problems concerning both costs and time schedules.

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Kozlowska, Olga, Gemma Seda Gombau, and Rustam Rea. "Leadership for integrated care: a case study." Leadership in Health Services 33, no. 2 (February 3, 2020): 125–46. http://dx.doi.org/10.1108/lhs-09-2019-0066.

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Purpose Integration of health services involves multiple interdependent leaders acting at several levels of their organisation and across organisations. This paper aims to explore the complexities of leadership in an integrated care project and aims to understand what leadership arrangements are needed to enable service transformation. Design/methodology/approach This case study analysed system and organisational leadership in a project aiming to integrate primary and specialist care. To explore the former, the national policy documents and guidelines were reviewed. To explore the latter, the official documents from the transformation team meetings and interview data from 17 health-care professionals and commissioners were analysed using thematic analysis with the coding framework derived from the comprehensive and multilevel framework for change (Ferlie and Shortell, 2001). Findings Although integration was supported in the narratives of the system and organisational leaders, there were multiple challenges: insufficient support by the system level leadership for the local leadership, insufficient organisational support for (clinical) leadership within the transformation team and insufficient leadership within the transformation team because of disruptions caused by personnel changes, roles ambiguity, conflicting priorities and insufficient resources. Practical implications This study provides insights into the interdependencies of leadership across multiple levels and proposes steps to maximise the success of complex transformational projects. Originality/value This study’s practical findings are useful for those involved in the bottom-up integrated projects, especially the transformation teams’ members. The case study highlights the need for a toolkit enabling local leaders to operate effectively within the system and organisational leadership contexts.

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Ghaeli, M. Reza, John Vavrik, and Glenyth Nasvadi. "Multicriteria Project Portfolio Selection: Case Study for Intelligent Transportation Systems." Transportation Research Record: Journal of the Transportation Research Board 1848, no. 1 (January 2003): 125–31. http://dx.doi.org/10.3141/1848-18.

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Transportation strategies encompass a portfolio of projects in which choices must be made between competing alternatives. An appropriate portfolio of projects is essential for the success and growth of transportation agencies. The introduction and implementation of emerging technologies such as intelligent transportation systems (ITS) increase the need for more effective decision-making approaches and project selection in the coming years. Transportation projects, particularly, have a broad impact on the public and are multicriteria in nature. The projects also involve several elements of risk, such as project success, public acceptance, or public image. Traditional methods of project evaluation such as benefit–cost analysis focus mainly on the financial rewards of projects and do not sufficiently consider multicriteria and risk evaluations in an integrated framework. Development of an objective and systematic methodology that could address the multicriteria nature of the projects and also deal with their risks and rewards is necessary for both private and public agencies. This need is important particularly when new technologies are implemented, information on project impacts is insufficient, and resources are constrained. An integrated project portfolio selection model is introduced based on the well-established methodologies used for multicriteria evaluation and proven concepts used for portfolio selection in the finance discipline. The new methodology significantly facilitates decision making by integrating both the risk and the value of projects. A case study for selecting ITS projects in a public agency is demonstrated. Guidance is provided in nontechnical language for interpreting the outputs of the methodology.

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Paciarotti, C., F. E. Ciarapica, and G. Giacchetta. "Cross-docking project: a case study." Renewable Energy and Power Quality Journal 1, no. 07 (April 2009): 563–68. http://dx.doi.org/10.24084/repqj07.432.

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Lee, Gi-Byung, and Taewoo Roh. "Case Study for Project Logistics Activation." Korea International Trade Research Institute 16, no. 2 (April 30, 2020): 617–31. http://dx.doi.org/10.16980/jitc.16.2.202004.617.

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Neylon, Cameron. "Case Study: Tobacco Economics Control Project." Research Ideas and Outcomes 3 (October 19, 2017): e21703. http://dx.doi.org/10.3897/rio.3.e21703.

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Zhang, Yue Sheng. "ERP Project Implementing Personnel Case Study." Advanced Materials Research 403-408 (November 2011): 305–8. http://dx.doi.org/10.4028/www.scientific.net/amr.403-408.305.

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With the enterprise informatization, the ERP system(Enterprise Resources Planning) application scope expands unceasingly, this not only to the implementation of ERP the number of people there is more demand, the more to the implementation of ERP talents of technology and comprehensive quality put forward the update higher requirements. How to train excellent ERP implementation consultant become the key of solving this problem. Based on ERP implementation of financial advisers as an example to discuss the ERP implementation process of training and training talents, put forward "content 3 x5 training law," that is a process of training financial advisers are divided into beginning, strengthen and perfect step three, each step comprehensive cultivation five abilities, the five kinds of the cultivation of ability is a gradual process.

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Paik, Jiwon. "Case Study on Contents-Making Project." Journal of Korea Multimedia Society 20, no. 3 (March 30, 2017): 551–61. http://dx.doi.org/10.9717/kmms.2017.20.3.551.

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Pathan, Rinaj. "Case Study of Tolled Road Project." IOSR Journal of Mechanical and Civil Engineering 7, no. 6 (2013): 26–32. http://dx.doi.org/10.9790/1684-0762632.

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Askew, Janet. "The Agency Project: a Case Study." Transactions 1, no. 1 (September 2004): 8–26. http://dx.doi.org/10.11120/tran.2004.01010008.

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20

Ruuska, Inkeri, and IMatti Vartiainen. "Critical project competences – a case study." Journal of Workplace Learning 15, no. 7/8 (December 2003): 307–12. http://dx.doi.org/10.1108/13665620310504774.

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Prideaux, Tony. "Case Study: Seafish Open Learning Project." Educational and Training Technology International 26, no. 1 (February 1989): 36–38. http://dx.doi.org/10.1080/1355800890260107.

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22

Loetterle, Francis E., Melanie Johnson, Charles Quandel, Carey Barr, Andrew Komendantov, and Toni Horst. "Case Study of Benefit–Cost Analysis of an Intercity Passenger Rail Service." Transportation Research Record: Journal of the Transportation Research Board 2608, no. 1 (January 2017): 78–85. http://dx.doi.org/10.3141/2608-09.

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The economic assessment of transportation projects is evolving from a reliance on user benefits (travel time, cost, or safety) to encompass a wider spectrum of potential benefits, fostered by advances in economics and recognition that different project modes deliver different portfolios of benefits. Sponsors develop projects to address specific problems in their communities. This progression in how investments are evaluated opens the door for projects whose outcomes span a variety of benefit categories rather than concentrating on traditional user benefits and permits an improved intermodal comparison of candidate investments. Transit and intercity rail projects are particular beneficiaries of the broader project assessment approach. This paper presents a case study of how a comprehensive approach to project assessment was applied to the Northern Lights Express project that would reintroduce passenger rail service between the cities of Minneapolis and Duluth, Minnesota, the state's largest economies. Owned and operated by BNSF Railway, Amtrak's service in the corridor ended in 1985. Six stations are planned: Target Field in Minneapolis; stations in Coon Rapids, Cambridge, and Hinckley, Minnesota; a station in Superior, Wisconsin; and Union Depot in Duluth. The goal for the analysis was threefold: ( a) to confirm that the investment would yield a positive return; ( b) to communicate with partners, stakeholders, and the public about the project's expected outcomes; and ( c) to contribute to the selection of an alternative. The benefit–cost ratio was estimated for eight alternatives that varied by physical alignment and service plan.

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Wang, Chun, Baiyi Li, Baizhan Li, and Andrew Baldwin. "Case study of “project controlling” on a large HOPSCA project in China." Engineering, Construction and Architectural Management 24, no. 6 (November 20, 2017): 862–74. http://dx.doi.org/10.1108/ecam-07-2015-0118.

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Purpose The purpose of this paper is to present a detailed case study on the methods and organisational structure used for controlling the time schedule for a large and complex project. The paper discusses the use of “project controlling”, a term used to describe project control by a third-party organisation. Design/methodology/approach The researchers used action research to collect data for the case study. A member of the research team was a “participant-observer” on the project on a day-to-day basis for a period of 18 months collecting and analysing data which were subsequently analysed by a mixed methods approach. Findings The use of a “Project Controlling Unit” operated by an independent adviser organisation has significant advantages over traditional methods. It can provide timely, consolidated, independent guidance to the client and assistance to other participating organisations. Research limitations/implications The research has confirmed the effectiveness of the method on the project under study. Practical implications The findings provide guidance for enhanced project control on large complex infrastructural projects that will be of interest to other researchers, other clients and other construction organisations both within China and internationally. Social implications Organisations that seek to develop Project Controlling Units to implement the methods described in this paper will need to review their recruitment and training strategies to ensure that appropriate and experienced staffs are engaged. Originality/value The paper extends the knowledge relating to “project controlling” method. The findings provide additional insights to progress reporting and the management of construction production on HOPSCA and other large infrastructural projects.

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Chabot, Jarl, and Catriona Waddington. "Primary Health Care is Not Cheap: A Case Study from Guinea Bissau." International Journal of Health Services 17, no. 3 (July 1987): 387–409. http://dx.doi.org/10.2190/epln-kn6t-g1jq-tf8x.

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In 1977 the Ministry of Health in Guinea Bissau started two regional community health projects. In this article we describe the progress of the Tombali project. Three aspects are discussed: the “Learning Process Approach” used in the project; measurement of the effectiveness of the project and the problems of collecting and interpreting these data; and the ratio of investment to recurrent costs and the proportions borne by government and by villagers. Primary health care projects evolve slowly, and the importance of the willingness of project workers, donor agencies, and the national government to work without a blueprint plan is emphasized. We discuss ways of evaluating the success of primary health care schemes; the measurement of any change in health status is difficult and discounts other benefits that may result, such as encouraging community participation and involving villagers in government activities. Both government and villagers contribute significantly to the scheme, the government and donors bearing most of the investment costs, while most of the recurrent costs fall on the villagers. The data show that for neither government nor villagers is the scheme a cheap option to secure health care for rural populations. Finally, we discuss the lessons to be learned by national governments, donor agencies, and health workers from this attempt to implement a primary health care program.

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Leszczyński, Zbigniew, and Nadia Wodzisławska. "Project Value Engineering. Case Study For Th e Construction Project." Zeszyty Naukowe Uniwersytetu Szczecińskiego Finanse Rynki Finansowe Ubezpieczenia 85 (2017): 59–70. http://dx.doi.org/10.18276/frfu.2017.1.85-06.

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Miranda, Suci, and M. Sugarindra. "Utilizing project management software in project scheduling: a case study." IOP Conference Series: Materials Science and Engineering 528 (June 12, 2019): 012037. http://dx.doi.org/10.1088/1757-899x/528/1/012037.

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Sadler, Nigel. "Inclusion in an Archaeological Project: Trouvadore Project. A Case Study." Archaeologies 6, no. 3 (August 20, 2010): 431–46. http://dx.doi.org/10.1007/s11759-010-9140-x.

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Li, Yuan Yuan, Po Han Chen, David Ah Seng Chew, Chee Chong Teo, and You Quan Xu. "Project Management Factors Affecting Green Building Projects: Case Study of Singapore." Applied Mechanics and Materials 357-360 (August 2013): 2346–52. http://dx.doi.org/10.4028/www.scientific.net/amm.357-360.2346.

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Green Mark, a certification for Green Building (GB), has become a compulsory requirement for all new buildings in Singapore. The aim of this study is to explore the controllable critical project management factors of Architectural, Engineering, and Construction (AEC) firms for delivering Green Mark certified projects and examine how these factors can be useful. Based on three case projects in Singapore, the factors influencing the success of GB were identified. It was also observed that the higher ratings of the building projects, the more management factors should be given proper attention. The research findings could assist project managers in managing the overall project performance and successfully implementing Green Mark certified projects more effectively.

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Zou, Jian, and George Zillante. "Relationship Contracting: The South Australian Experience - A Case Study." Construction Economics and Building 6, no. 2 (November 22, 2012): 20–31. http://dx.doi.org/10.5130/ajceb.v6i2.2981.

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The construction industry has long been accusedof poor performance. The confrontational attitudeof its members and the resultant adversarial atmosphere has been identified as a major factor responsible for this poor performance. A cultural change is required to remove these barriers and to promote optimum project outcomes. Relationship contracting is promoted as a way to support the shift from the adversarial culture to the co-operative and collaborative culture within the industry and the project team.The Adelaide Convention Centre Extensions project was the first in South Australia to be procure und r the principles of relationship contract1ng. Usmg the case study approach, this paper reviews the form of relationship contracting used in this milestone project. The paper documents the lessons learned from this project and makes recommendations that can lead to improvements for future projects.

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Nugroho, Pascal Alfadian, and Vania Natali. "Open Sourcing Proprietary Application Case Study: KIRI Website." International Journal of New Media Technology 4, no. 2 (December 22, 2017): 82–86. http://dx.doi.org/10.31937/ijnmt.v4i2.784.

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KIRI, a previously closed source project, is a web-based public transport navigation application that serves Bandung and other cities in Indonesia. It was originally made for commercial purpose, but relatively unsuccessful. Rather than shutting it down, we transformed KIRI to an open source project. In this paper we explain such process of transformation. First, we identified technical infrastructures required by an open source project by literature review. Then, we surveyed various existing open source projects in Indonesia in terms of their completeness in technical infrastructure. Based on findings from literature review and survey, we converted KIRI into an open source project. Finally, we checked final result of this transformation, to ensure everything worked well. There were some problems found after conversion, and had been fixed accordingly. Further research is needed to see if the open sourced KIRI can attract community participation.

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Jackson, Gary. "Contingency for Cost Control in Project Management: A Case Study." Construction Economics and Building 3, no. 1 (November 18, 2012): 1–12. http://dx.doi.org/10.5130/ajceb.v3i1.2906.

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This paper provides a case study of the application of cost management techniques for project management of capital works within a major Australian electricity corporation. Historical data was collected from the corporation's archived files to establish the performance status of completed capital works projects. A survey of the corporation's project staff was also conducted to determine the current usage of cost management techniques and further explore the findings of the historical data search.The research indicates a reluctance to utilise formal cost management procedures on minor projects, estimated to cost less than $1 million. The time constraints allocated to project management planning and the perceived cost to implement procedures were identified as contributing to the limited use of formal cost management on minor projects.The paper concludes that increased risk of poor budget performance is inevitable if formal cost control is not applied to capital works projects, and recommends informal risk assessment and cost contingency measures to address this issue.

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Joshi, Chandrashekhar S., and P. G. Dangwal. "Management of business process reengineering projects: a case study." Journal of Project, Program & Portfolio Management 3, no. 1 (September 23, 2012): 78. http://dx.doi.org/10.5130/pppm.v3i1.2783.

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Business process reengineering (BPR) projects are undertaken by outward-looking companies that are looking for significant change in their performance and wanting radical changes in the chosen parameters. Generally, these companies are trendsetters in their respective industries. BPR projects take longer time for completion and may require significant capital inflows as well. This paper discusses BPR, special requirements/considerations for BPR project management and, through a case analysis, seeks to identify and emphasise the critical success factors for the implementation of a BPR project

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Zandebasiri, Mehdi, Hrald Vacik, Daniel Etongo, Yasmin Dorfstetter, Javad Soosani, and Mehdi Pourhashemi. "Application of time-cost trade-off model in forest management projects: The case of Oak decline project." Journal of Forest Science 65, No. 12 (December 19, 2019): 481–92. http://dx.doi.org/10.17221/65/2019-jfs.

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Oak decline has been observed periodically in the different parts of the world. We conducted this study to evaluate the project control in this phenomenon. In this paper, the project control methods have proposed to be useful tools to deal with oak decline. The aim of the study is twofold: (i) define and schedule a set of activities and determine times for those activities in the Control of Forest Decline Project (CFDP) using the Project Evaluation and Review Technique (PERT) method; (ii) apply the Critical Path Method (CPM) within the context on how to reduce the project time by increasing operating costs and crashing the activities. In crisis management, “golden time” is defined for doing activities and controlling the crisis, which has a greater role than other times. The analysis confirmed that the problem of forest decline is an ecological problem and its root lies in participatory management with the local community. We also found that the time crashing is not economically efficient to the CFDP except for two activities: public information and stakeholder analysis.

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CANBULAT, Mehmet, Bekir DIREKCI, Emine Ela SIMSEK, and Bilal SIMSEK. "Investigating the School 2023 Project through the Lens of Teachers: A Case Study." Eurasian Journal of Educational Research 20, no. 89 (October 26, 2020): 1–22. http://dx.doi.org/10.14689/ejer.2020.89.7.

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Ateş, Aysel, and Ali Ünal. "Understand a School Improvement Project Carry Out in Secondary School: A Case Study." Journal of Qualitative Research in Education 7, no. 3 (August 10, 2019): 1–29. http://dx.doi.org/10.14689/issn.2148-624.1.7c.3s.6m.

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SOARE, Ilinca, Manuela RUSU, Adriana STEFAN, Alina DRAGOMIRESCU, and Constantin MILITARU. "Project management templates used to plan and manage product and service provision. Case study." INCAS BULLETIN 11, no. 3 (September 9, 2019): 239–47. http://dx.doi.org/10.13111/2066-8201.2019.11.3.21.

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This article presents a compilation of methods and techniques that help manage projects successfully and which are developed by IAQG - International Aerospace Quality Group. Project management is a structured process that helps teams to achieve specific project goals. It can be used for all types of projects and project sizes. The templates were created to provide organizations a single location of common templates that can be used as an actual project workbook. The project management templates were customized using the project Technologies for obtaining new composite materials with advanced properties.

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Whitten, Pamela, and Inez Adams. "Success and failure: a case study of two rural telemedicine projects." Journal of Telemedicine and Telecare 9, no. 3 (June 1, 2003): 125–29. http://dx.doi.org/10.1258/135763303767149906.

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We studied two rural telemedicine projects in the state of Michigan: one that enjoyed success and steady growth in activity, and one that experienced frustration and a lack of clinical utilization. Multiple data collection strategies were employed during study periods, which lasted approximately one year. Both projects enjoyed a grassroots approach and had dedicated project coordinators. However, the more successful project benefited from resources and expertise not available to the less successful project. In addition, the more successful project possessed a more formalized organizational structure for the telemedicine application. A comparison of the two projects leads to a simple conclusion. Telemedicine programmes are positioned within larger health organizations and do not operate in a vacuum. It is crucial that the organization in which it is intended to launch telemedicine is examined carefully first. Each organization operates within a larger environment, which is often constrained by fiscal, geographical and personnel factors. All these will affect the introduction of telemedicine.

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Schmidt, Tobias Sebastian, Jan Behrenbeck, Kevin Burger, Rafael Hostettler, Kristin Paetzold, and Markus Zimmermann. "Mapping the Progress in Agile Product Development: A Multi-Case Study." Proceedings of the Design Society: International Conference on Engineering Design 1, no. 1 (July 2019): 1215–24. http://dx.doi.org/10.1017/dsi.2019.127.

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AbstractThe more dynamic and unpredictable the development constraints, the more agile the development project should be to cope with and utilize inherent change. Especially in such contexts, aligning with the project's mission and vision, committing to next steps, and documenting the development path is challenging. To support the decision making process of self-organized agile development teams with an overview, a recent research paper proposes the Progress Map. The investigation at hand applies the Progress Map in semi-industrial development projects to empirically validate its applicability and performance in the form of a multi-case study. The results indicate that, given future refinements, this instrument can be valuable to plan, document, and communicate the progress of an agile development project.

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Altahtooh, Umar Ammar. "Time Error in Project Management: A Case Study in Yanbu, Saudi Arabia." Business and Management Studies 2, no. 1 (January 4, 2016): 58. http://dx.doi.org/10.11114/bms.v2i1.1277.

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Time error is a reality in the majority of projects. This paper presents empirical research which investigates the influence of time error during project life cycle. Data were collected using interviews with project managers and analyzed using content analysis. The findings explore the causes of time error in projects in Yanbu, Saudi Arabia. This study gives an introductory insight into the influence of time error. It finds that time error affects the triple constraints of project management.

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Thielmann, Ricardo, and Carlos Silva. "Evaluation of project management maturity: case study of an automotive project." Revista Gestão da Produção, Operações e Sistemas 9, no. 2 (July 5, 2014): 34–50. http://dx.doi.org/10.15675/gepros.v34i2.1037.

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Earnest, James. "Post-conflict reconstruction – a case study in Kosovo." International Journal of Emergency Services 4, no. 1 (July 13, 2015): 103–28. http://dx.doi.org/10.1108/ijes-02-2015-0009.

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Purpose – Rehabilitation and reconstruction of social and economic infrastructure in a post-conflict environment are complex, long-debated issues in development cooperation. In addition to war creating large-scale human suffering, generating refugees, displacing populations, engendering psychological distress, obliterating infrastructure and transforming the economy, in post-conflict situations, deepening chaos and disorder can be found at the highest social, economic and political levels; serious developmental challenges remain insufficiently addressed. Repairing war-damaged infrastructure in order to reactivate the local economy is a challenge for all post-conflict countries. The paper aims to discuss these issues. Design/methodology/approach – The study was designed to examine planning and execution of post-conflict reconstruction (PCR). The use of a mixed-method research approach combining both quantitative and qualitative data collection was used to explore planning and implementation of PCR infrastructure projects in Kosovo. The data collection in the field was undertaken for a period of eight weeks, from July to September 2008. A total of 420 respondents were involved in the study process, as follows: key informants (four), pilot test (12), semi-structured interviews (36), project manager/engineers survey (231), chief of mission/country director survey (117), and focus group (20). To meet the needs of the society and recognise the required functional components of project management, the overall contexts of managing projects in a post-conflict environment have been discussed in the study. Findings – Planning and implementing reconstruction projects in areas affected by conflict have proven to be far more challenging than expected and responses by practitioners, aid agencies, and government regarded as inadequate. The changing political, economic, and social factors in Kosovo after the war in 1999 have had a significant influence on the limited adoption of a project management methodology in development and reconstruction projects. The findings from the exploratory study were aimed at improving understanding of the planning, pre-designing, and implementation of infrastructure projects. The findings indicated a need to promote a better understanding of how projects are undertaken at all levels of the organisation, and to describe processes, procedures, and tools used for the actual application of projects. The findings of the study identified a poor quality of planning and implementation of reconstruction projects in an environment of complexity, change, and uncertainty. The study also raised some very significant findings for a broader approach to community involvement in project identification, planning, and implementation. Infrastructure projects implemented in Kosovo were used to develop a conceptual framework for designing projects and programmes more likely to yield positive outcomes for post-conflict society. Originality/value – The study was done by the researcher in Kosovo.

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Gawlik-Kobylinska, Małgorzata. "Reconciling ADDIE and Agile instructional design models—case study." New Trends and Issues Proceedings on Humanities and Social Sciences 5, no. 3 (December 28, 2018): 14–21. http://dx.doi.org/10.18844/prosoc.v5i3.3906.

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Using the model of analysis, design, development, implementation and evaluation (ADDIE) with regards to instructional design has become a prevalent practise among e-learning designers and developers. This model assumes assigning specific roles to project team members and their linear cooperation. However, in case of working in a dynamic and complex environment, the ADDIE model may evolve into more adaptive and people-oriented Agile instructional models. This article analyses a hybrid approach to the process of creating the e-learning course introduction to cultural awareness in specific situational context, which involves a small size of a project team and geographically dispersed project contributors. The case study reveals that a successful accomplishment of multinational projects, conducted in specific environments may require a hybrid approach; moreover, in such atypical projects good communication skills and personal qualities are crucial for goals’ achievement. The results of qualitative analysis may open further discussions on this topic. Keywords: ADDIE model, Agile model, e-learning course, instructional design.

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DONALDSON, PETER R. "Conservation Case Study: The Duff House Project." Architectural Heritage 6, no. 1 (November 1995): 33–48. http://dx.doi.org/10.3366/arch.1995.6.1.33.

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DONALDSON, PETER R. "Conservation Case Study: The Duff House Project." Architectural Heritage 6, no. 6 (January 1995): 33–48. http://dx.doi.org/10.3366/arch.1995.6.6.32.

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Antunes, Bruno, Diogo Santos, Eurico Lopes, Filipe Fidalgo, and Paulo Alves. "Blisstrail: An Agile Project Business Case Study." Procedia Computer Science 64 (2015): 529–36. http://dx.doi.org/10.1016/j.procs.2015.08.558.

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Hain, Thomas F., and Stephen M. Jodis. "Senior Design Project Course: A Case Study." Computer Science Education 3, no. 2 (January 1992): 169–87. http://dx.doi.org/10.1080/0899340920030207.

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Katalinic, Owen, Ashley Young, and David Doolan. "Case study: the Interact home telehealth project." Journal of Telemedicine and Telecare 19, no. 7 (October 2013): 418–24. http://dx.doi.org/10.1177/1357633x13506513.

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Kendall, Richard P., Douglass E. Post, and Andrew Mark. "Case Study of the Nene Code Project." Computing in Science & Engineering 12, no. 3 (May 2010): 28–33. http://dx.doi.org/10.1109/mcse.2010.57.

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Sarshar, M., R. Haigh, and D. Amaratunga. "Improving project processes: best practice case study." Construction Innovation 4, no. 2 (June 2004): 69–82. http://dx.doi.org/10.1108/14714170410815015.

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Ma, Hongze. "Resource-constrained project scheduling: a case study." International Journal of Productivity and Quality Management 10, no. 2 (2012): 148. http://dx.doi.org/10.1504/ijpqm.2012.048296.

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